This is a presentation for a Luxoft webinar covering the Herrmann Brain Dominance Instrument (HBDI) and how it may help us in making our communication and motivation more efficient.
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Contents
What is a psychological typology
What do we need typologies for
A little bit of the Brain science
An overview of Herrmann Brain Dominance Instrument
How to use the HBDI
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Typology in motivation
How can we address the
intrinsic motivation of the
person?
How do we communicate
purpose and objectives to
increase relevance?
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Left and right hemispheres of the brain
Analytical
thinking
Languages
Speech
Math calculations
Linear thinking
Small picture
Intuition
Emotions
Imagination
Metaphors, music
Abstract
concepts
Big picture
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The Triune Brain and the brain evolution
Neocortex
Rational
thinking
Language
Operating
social
connections
Limbic system and
reptilian complex
Instincts
Emotions
Learning
Memory
Behavior
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Ned Herrmann
Majored Cornell University (physics and music)
In 1970 he became manager of Management
Education for General Electric (GE) in 1970
In 1978 he created the "Herrmann Participant
Survey Form" to profile thinking styles and
learning preferences in accordance with brain
dominance theory
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A: way of work
Critical analysis
Gather facts, information
Precise measurements
Argue rationally
Unemotional
Goal-oriented
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A: strengths and weaknesses
Weaknesses
Hard to admit
they are wrong
Prefer individual
work
Place an
importance of
facts over people
Strengths
Facts based
Conducting
research
Ideas and
concepts
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A: hints
Working place:
Analytical mess: many
information sources, etc.
Speech
“…Information source…”
“According to the studies…”
Numbers, facts
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B: way of work
Not broken – don’t fix
There’s a rule and place for
everything
Detailed plans and procedures
Discipline and reliability
Stable processes
Action-oriented
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B: strengths and weaknesses
Control-
oriented
Routine
Detail-focused
Linear
processing
Resistant to
change
May not be open to
creative ideas
Uncomfortable in
dynamic
environments
May not see the
‘big picture
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B: hints
Working place:
Everything in the right position
Speech
“..according to the standards.. ”,
“we’ve always done that way”,
“let’s not risk with the decision”
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C: way of work
Empathetic
Team-oriented
Care about values
Helping, coaching, partnering
Participation and collaboration
Attuned to people and group
dynamics
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C: strengths and weaknesses
People focused
Action oriented
Visual
Team/Group oriented
Brainstorming
Free-flowing activities
Driven by personal
values
Talks too much
Too spontaneous
Acts without
evaluating all
available facts
Easily distracted
Impatience with
routine and
structured activities
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C: hints
Working place
Open for collaboration and
teamwork
Speech
“motivation”,
“collaboration”,
“personal growth”
“come up with your ideas”
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D: way of work
Sees the big picture
Integrates ideas and concepts
Challenges established policies
Impulsive and artistic
Likes variety and multi-tasking
Solves problems in intuitive way
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D: strengths and weaknesses
“Big picture”
thinkers
Innovative/creative
Tolerant of
ambiguity
Making
connections
Intuitive problem
solving
Overlook details
Dislike routine or
repetitive tasks
Tend to
procrastinate
Have problems
prioritizing
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D: hints
Working place
Creative disorder, notes,
pictures, inspiring little things
Speech
“innovations”,
“concept”
“new idea”,
“don’t mind the risks”
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Combined types
Facts + Forms: realistic and practical
Facts + Futures: brings up the ideas to a new level
Forms + Feelings: stable team-oriented person
Feelings + Futures: agility and openness
Very rarely: Facts + Forms + Feelings + Futures
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Facts vs Feelings
Indecisive
No need in
psychology
Talks to much
Too emotional
Mommy boy
Cold
Heartless
Not everything
can be
measured
Doesn’t care
about people
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Forms vs Futures
Undisciplined
Unrealistic
Doesn’t finish his
work
Comes up with
useless ideas
Much ado about
nothing
Cannot think by
himself
Too much
bureaucracy
Not creative
Against all new
ideas
Slow-minded
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How to use the knowledge
1. Determine the profile of the person
2. Speak his language to increase relevance
3. If there’s a conflict try to move the standpoint of
the sides to the adjoining type
4. Try to have people of all profiles in the team
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The sources
Ned Herrmann “The Whole Brain Business
Book”
https://en.wikipedia.org/wiki/Lateralization_
of_brain_function
https://en.wikipedia.org/wiki/Triune_brain
Daniel Goleman “Emotional Intelligence:
Why It Can Matter More Than IQ”
James P. Lewis “Project Leadership”
Daniel H. Pink “Drive: The Surprising Truth
About What Motivates Us”
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Thank you!
This presentation and all other by Luxoft
Agile Practice will be available at
Agile Practice (for employees)
Youtube and Slideshare (for everyone)
Editor's Notes
Picture from http://www.dayofarchaeology.com/author/jennw/
Picture taken from http://slowsearching.blogspot.ru/2013/03/walking-in-place.html
Picture taken from http://officesnapshots.com/photos/20680/
Picture taken from https://www.mint.com/blog/style/mintstyle-with-rachel-weingarten-upgrade-your-office/